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Board/Report/SummaryPerformanceReport of 2 Version 1.0: 16/10/2019 Q42018-19

Report No: B/SPPC/17-19

Agenda Item: 19a

Report to: THE BOARD OF SCOTTISH FIRE AND RESCUE SERVICE

Meeting Date: 31 OCTOBER 2019

Report Title: SUMMARY PERFORMANCE REPORT FOR Q4 2018-19

Report Classification:

For Noting

Board/Committee Meetings ONLY For Reports to be held in Private

Specify rationale below referring to Board Standing Order 9

A B C D E F G

1 Purpose

1.1

To provide Board members with the fourth-quarter Summary Performance Report for fiscal year 2018-19.

2 Background

2.1 2.2

This is the fourth Summary Performance Report provided for Board members following agreement by Strategic Leadership Team (SLT) in June 2018 of a suite of Performance Indicators associated with the new Performance Framework 2018. The KPI tables in this report contain RAG indicators where targets have been associated with the specified KPIs. For some of the newer manually-gathered indicators it may be a further year or more before sufficient back-data is available to allow suitable RAG comparisons of target against actual performance to be included.

3 Main Report/Detail

3.1

Members are asked to review the contents of the Q4 Summary Performance Report in light of the new framework KPIs agreed by SLT in June 2018.

4 Recommendation

4.1

Members are asked to note the contents of this report.

5 Key Strategic Implications

5.1 5.1.1

Financial There are no financial implications associated with this report.

5.2 5.2.1

Environmental & Sustainability There are no environmental and sustainability implications associated with this report.

5.3 5.3.1

Workforce There are no workforce implications associated with this report.

5.4 5.4.1

Health & Safety There are no health and safety implications associated with this report.

SCOTTISH FIRE AND RESCUE SERVICE

The Board of Scottish Fire and Rescue Service

https://www.firescotland.gov.uk/media/437120/sosmeetingsboardctteesv4.0.pdf


Board/Report/SummaryPerformanceReport of 2 Version 1.0: 16/10/2019 Q42018-19

5.5 5.5.1

Training There are no training implications associated with this report.

5.6 5.6.1

Timing This report covers fourth-quarter performance for fiscal year 2018-19.

5.7 5.7.1

Performance The report summarises elements of SFRS’ fourth-quarter performance for fiscal year 2018-19.

5.8 5.8.1

Communications & Engagement There are no communications and engagement implications associated with this report.

5.9 5.9.1

Legal Delivery of suitable Quarterly Performance Reports assists us in demonstrating to the Scottish Government and other stakeholders whether or not we are meeting the requirements of the Fire and Rescue Framework for Scotland 2016 and any targets which SFRS subsequently adopts as suitable indicators of performance.

5.10 5.10.1

Information Governance There are no information governance implications associated with this report.

5.11 5.11.1

Risk There are no risk implications associated with this report.

5.12 5.12.1

Equalities There are no equalities implications associated with this report.

6 Core Brief

6.1

The Director of Strategic Planning, Performance and Communications presented the Summary Performance Report for Q4 2018-19 to the Board.

7 Appendices/Further Reading

7.1

Appendix A - Summary Performance Report Q4 2018-19

Prepared by: Stewart Ross, Performance Data Services Manager

Sponsored by: Stuart Stevens, Deputy Assistant Chief Officer, Strategic Planning and Performance

Presented by: Mark McAteer, Director of Strategic Planning, Performance and Communications

Links to Strategy and Corporate Values

‘The Quarterly Performance Reporting process is the means by which SFRS monitors performance against the priorities of the Strategic Plan 2016-19 and the Fire and Rescue Framework for Scotland 2016. Quarterly performance reports provide evidence of the progress made and highlight any potential challenges in delivery against those priorities. ‘

Governance Route for Report Meeting Date Report Classification/ Comments

Strategic Leadership Team 16 July 2019 For Noting

SFRS Board 31 October 2019 For Noting


Board/Report/SummaryPerformanceReport Page 1 of 8 Version 1.0: 16/10/2019 Q42018-19AppendixA

APPENDIX A

Summary Performance Report

2018-19 Q4



Table of Contents

Direction of Travel Summary for 2018-19 Q4 3

Cumulative Performance to the end of 2018-19 Q4 3

Indicative KPI Trends 6

KPI Totals With Three-Year Average Trend Comparisons 7

Incident and Property Types Attended to 2018-19 Q4 8

About the statistics in this report

The activity totals and other statistics quoted in this report are internal management information published in the interests of transparency and openness. They are provisional in nature and subject to change as a result of ongoing quality assurance and review.

Because all statistics quoted are provisional there may be differences in the period totals quoted in successive reports after original publication which result from revisions or additions to the data on our systems.



Direction of Travel Summary for 2018-19 Q4

Priority Improving Maintaining Worsening To Be

Confirmed

Improved Local Outcomes 2 (6.1%) 8 (24.2%) - -

National and Community Resilience - 1 (3%) - 2 (6.1%)

Modernising Response 1 (3%) 6 (18.2%) - -

Workforce Development - 1 (3%) - 4 (12.1%)

Governance and Social Responsibility - - - 6 (18.2%)

Transformation - - - 2 (6.1%)

Totals 3 (9.1%) 16 (48.5%) - 14 (42.4%)

Cumulative Performance to the end of 2018-19 Q4

The tables below show aggregate year-to-date totals wherever possible. In some cases (for example with percentages) it may not be possible to provide a year-to-date value as such, in which case the values listed are for the current quarter only. These current-quarter KPIs are indicated by an asterisk after the KPI reference.

Targets for the current year are computed in several ways, as indicated in the tables. These include comparisons against three-year averages, comparisons against a fixed value, and comparisons against the value achieved the previous year.

The RAG Target indicator is Green where the overall PI value meets the target for the current year, Amber when the PI value is within 10% of the target, and Red when the PI value differs by more than 10% from the target.

GSR1: Our key business processes will operate in an efficient and effective manner to achieve Best Value and support our frontline services

Ref KPI Name 2015-16 2016-17 2017-18 2018-19 Target Baseline

GSR1.1 Resource Budget Variance - - - - 0.5m Given Value

GSR1.2* Capital Budget Variance - - - 0m -

GSR1.7 Confirmed Frauds - - - - 0 Given Value

GSR1.8 Cyber security breaches - - - 0 0 Given Value

GSR1.9* Reports completed on time % - - - 100 100 Given Value

GSR1.10 Information requests on time % - - - - 95 Given Value

ILO1: The safety and wellbeing of people and communities is improved

Ref KPI Name 2015-16 2016-17 2017-18 2018-19 Baseline

ILO1.1 Accidental Dwelling Fire Fatalities 33 31 35 34 32 3-Year Avg

ILO1.3 Accidental Dwelling Fire Casualties 711 697 637 670 662 3-Year Avg



ILO2: The likelihood of fire occurring and the subsequent impact of fire on the community is reduced


ILO2.0 Accidental Dwelling Fires 5,072 4,931 4,762 4,607 4,774 3-Year Avg

ILO2.1 Accidental Dwelling Fires (Low Severity) 2,495 2,359 2,250 2,094 2,367 3-Year Avg

ILO2.2 Accidental Dwelling Fires (Med Severity) 2,317 2,315 2,252 2,220 2,226 3-Year Avg

ILO2.3 Accidental Dwelling Fires (High Severity) 260 257 260 293 246 3-Year Avg

ILO3: By working closely with businesses, the built environment is safer from fire and our approach to prevention is enhanced


ILO3.1 Non-Domestic Fires 2,076 1,865 1,836 1,779 1,925 3-Year Avg

ILO4: The likelihood of deliberate fire setting will be reduced


ILO4.1 Deliberate Fires 14,871 15,890 14,849 14,902 15,202 3-Year Avg

ILO4.2 Secondary Fires, Refuse 7,434 7,934 6,903 6,856 6,682 3-Year Avg

ILO5: Prevention strategies are targeted at households, communities and businesses with the greatest need based on societal risk


ILO5.1 Home Fire Safety Visits 71,709 70,789 69,829 69,188 69,830 Year Total

MR1: By effectively managing our resources we are responsive and flexible in meeting community needs


MR1.1 All Incidents 88,870 91,239 91,896 91,770 -

MR1.5 Call handling times 0m 59s 1m 5s 1m 10s 1m 13s -

MR1.6 Response Times 7m 1s 7m 17s 7m 32s 7m 39s -

MR2: Improved community outcomes are delivered through strong partnerships


MR2.1 RTCs 2,444 2,461 2,530 2,268 -

MR2.2 Assist Other Agencies 1,201 1,167 1,169 1,174 -

MR2.3 Effect Entry/Exit 2,495 2,852 3,128 3,248 -



MR3: The number of Unwanted Fire Alarm Signals are reduced


MR3.1 False Alarm, UFAS 27,419 28,434 28,501 28,460 27,076 Year Total

NCR1: We understand what community and SFRS assets are available to us to strengthen delivery of our services


NCR1.1* RDS Availability % 87 85 85 85 87 3-Year Avg

NCR1.2* WT Availability % - - - 98 -

NCR1.4 Flexi-Duty Managers Against TOM % - - - - -

T1: Transformation projects successfully achieve their aims and the transformation programme as a whole realises the benefits that underpin it


T1.1* Programme office reports on time % - - - 100 100 Given Value

T1.2* Programme projects complete on time % - - - 100 100 Given Value

WD3: Training for Operational Competence Framework is embedded across all duty systems


WD3.1* Operational Core Competence % - - - 76 95 Given Value

WD3.2* Incident Command Competence % - - - 84 95 Given Value

WD4: We have a safe working environment and safe working practices


WD4.2 Injuries to Firefighters 42 45 34 39 39 3-Year Avg

WD5: We have in place a range of services to promote healthy working lives


WD5.1* Short-term absence days lost % - - - 2.13 - 3-Year Avg

WD5.3* Long-term absence days lost % - - - 1.84 - 3-Year Avg

*Not aggregated - value for 2018-19 Q4 only



Indicative KPI Trends

The sparkline panels in the summary chart below show the relative changes and trends in the year-to-date KPI values over the past four years. Sparklines are simple indicative lines and are not intended to have labelled points or axes listed. The time periods used are not continuous other than for end-year reporting.



KPI Totals With Three-Year Average Trend Comparisons

The three-year average trends show an ongoing increase in effecting entry/exit incidents attended at the request of our partner emergency services. Accidental Dwelling Fires for the year to date are down against the three-year average, but not enough to be considered a trend at present. Accidental Non-Domestic Fires show a decline sufficient to be classed as a downward trend against the three-year average.

All trend comparisons in this report are based on moving three-year quarterly averages, to provide a degree of smoothing of the inherent seasonality and variability in quarterly totals. For cumulative reporting, the totals and all trend comparisons are to the end of the specified reporting period each year (2018-19 Q4 in this report).

Thresholds for the trend arrows in the graphics are varied by a weighting in proportion to the magnitude of the value concerned. Consequently, the percentage change counted as being 'up' or 'down' is much wider for small totals such as fire fatalities, and narrower for high-magnitude totals such as the number of incidents attended.



Incident and Property Types Attended to 2018-19 Q4

The top 10 incident and property types we attended to the end of 2018-19 Q4 are shown below. The percentage figure shown in the brackets is the proportion of the total number of incidents attended.

Top 10 Incident Types

Top 10 Property Types

The national Incident Recording System (IRS) uses a very broad set of 295 property types in a four-level hierarchical structure. The headings used here are simplified groupings which aid in readability as well as analysis of trends.

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